A global IT giant wanted to groom their next generation leaders, especially senior Managers. Developing leaders to take on higher responsibilities and identifying high performers to reach their full potential were some of the requirements. The shared vision and alignment helped to improve their service offerings. Coaching helped them to develop leadership qualities which inspired allegiance from loyal and long-serving managers. Read how Executive Coaching helped them meet their objectives.

The Company is a global leader in engineering services outsourcing and product development IT services to the global manufacturing industry. They chose to empower their senior leaders through Executive Coaching as they embarked on their leadership journey. Better communication and improved team management were some of their key challenges. CoachMantra was chosen as the proposed learning partner to carry out Coaching sessions for the identified Leaders.​

  • It started with an informal chemistry meeting between the individual coachee and the proposed Coach from CoachMantra. The objective here was to understand the coachee as a person and establish a rapport between the Coach and the coachee. This dialogue helped identify the needs and competencies of the coachee which contributed to setting the learning objectives.
  • Each coaching session built on the previous one, helping the coachee to meet his or her specific coaching needs. Each session was a unique and collaborative process. An action plan was drawn up with the coachee’s buy-in at the end of each session.
  • Regular sharing of ideas and exploring solutions is a way to consolidate learning. During the final review an assessment was carried out to establish the achievement of the Coaching goals.​

Positive impact seen during the final review, after the coaching intervention

Communication

Enthusiasm and willingness to share information with their team resulted in better team management. Bonding with the team created an environment where appreciation was openly and easily expressed. Managers and leads started interacting with peer groups especially with pre-sales and market groups, sharing feedback that was constructive and meaningful.

Thinking differently

Managers started taking time to assimilate and analyse before jumping into solution mode. Some visible changes – looking at the big picture with a long-term perspective, driving and implementing changes, influencing decisions and above all being perceived as a fair leader across groups.

Creating a shared vision

Prepared a structured roadmap for aligning activities across the group. Encouraged one-to-one discussions to improve staff engagement. As teams became enthused with the new approach, they started working independently on customer initiatives. Innovative design thinking leading to service improvements and automation was seen. Tracking activities lead to better utilization of teams and deliverables, reports and governance etc.